Recruitment of a Star

1.

Whom should Stephen hire? Why? After having carefully scrutinized each applicants credentials through extensive interviews, it is best in the firms interest that Stephen hires Sonia Meetha of the boutique firm Welsh, Harrison & Smith (WSH). There are numerous reasons which support her candidature: a) She has shown exceptional performance even at a boutique which did not have many resources which an analyst would ideally need for an extensive research. In spite of the inadequate resource availability, she has shown exceptional performance which is evident by the fact that she has been recognized by the institutional Investor magazine, a feat which is difficult to achieve for a boutique analyst. She not only has extensive networks with CEOs but also has contacts with divisional managers and staffs who sometimes possess even more valuable information than the top management. She has very reasonable reasons to leave her previous firm which include inadequate resource availability and lack of global reach. RSH could really use and exploit her talent by providing her with the necessary tools and providing the aide of junior analysts. She has, through her interview, shown a huge interest in the organisation culture which means that she is looking for a long term position in the company and would ideally not shift positions based on compensation alone (which is a trait that other analysts being interviewed possessed). She would also be comfortable with the offered compensation and would not demand astronomical compensation which other candidates are likely to do. Lastly, her personal traits signify that she would easily fit to the companys culture of teamwork and co-operation and would therefore be an ideal replacement to Peter Thompson.

b)

c)

d)

e) f)

2.

Imagine yourself in the place of each of the candidates. What strengths would you bring to light during the interview with Stephen? How would you distinguish from the other candidates? In an industry which is as competitive as the investment research industry, it is important to showcase ones strengths and personality traits in the interview. I would bring to light my past record and extensive networks which could really help the firm get an added advantage by hiring me. I would also mention my willingness to work in a team-oriented culture which would make the recruiter believe in my ability to adapt to the organisations culture. I would definitely try and give the best first-impression to the recruiter by valuing his time by being punctual for the meeting. This was a mistake which Gerald Baum had committed. Not only did he arrive late for such an important interview, he made things worse by appearing unapologetic and casual about the issue. It is also important to portray mixed-feelings about the previous employer. Showcasing only the positive aspects might give the interviewer an impression of inflexibility to adjust to the new company on the candidates part. Portraying negative feelings gives an impression that the candidate is likely to find the new company distasteful too. I would not show my eagerness for compensation by asking the details bluntly. One should rather communicate politely on such a sensitive issue. Not doing so would otherwise give an impression that the only thing the candidate is concerned about is money and would likely shift if a higher compensation is offered by a competitor. It is also important to genuinely portray a sense of humility, a trait which David Hughes certainly did not possess. He in fact put the recruiter in an uneasy position by dominating the interview when it should be the other way round. Being over-enthusiastic about the employment prospect (like Seth Horkum was) would certainly make the recruiter believe that the candidate himself believes him to be under-qualified and would thus want to hop on to an opportunity which offers him more than what he deserves. It might lead the recruiter to believe that the candidates past success could simply be a result of good-luck.

3.

Evaluate the selection and hiring processes at RSH. What changes, if any , do you recommend? RSHs selection process is extensive and well crafted especially when it comes to the recruitment of a senior employee. Following are some pointers which elaborate the fitness of procedure: RSH uses a specialized head-hunting firm whose representative has an ideal exposure to the industry and could provide useful insights in recruiting new candidates. The policy of having an extensive round of interview by none other than the Research Director points to the fact that the company puts a huge emphasis in recruiting each and every employee. Such a scrutiny is essential in an industry where the business is primarily generated by the employees skills and services. Stephen called for a second round of interview of the candidates with the head of other desks to check the candidates compatibility with the company as a whole which is important for a company like RSH which puts a lot of emphasis on team-work. Also the practise of personally calling previous clients and fellow employees to gauge the candidates intellectual as well as inter-personal traits speaks volumes of the kind of effort Stephen put in to recruit the ideal candidate for the job.